Search

Displaying 1 - 15 of 28

Lesson
In small island developing countries with limited policy reform capacity, ADB should avoid targeting multiple reform areas in one policy-based operation—i.e., debt management, civil service reform, management of the wage bill, public procurement, and private sector development—and keep prior actions to a minimum.

Project Number: 48361-001, 48361-002, 48361-003
Project Name: Building Macroeconomic Resilience Program
Report Date:
Lesson
Policy reform programs with complex and multiple interventions require rigorous identification and assessment of the political economy and capacity risks to ensure overall effectiveness.

Project Number: 48361-001, 48361-002, 48361-003
Project Name: Building Macroeconomic Resilience Program
Report Date:
Lesson
Actions that demonstrate the achievement of program policy matrix milestones should indicate what has been achieved, rather than the process of their accomplishment. For example, Cabinet approval is an inadequate indicator to demonstrate a successful policy reform in Tonga.

Project Number: 48361-001, 48361-002, 48361-003
Project Name: Building Macroeconomic Resilience Program
Report Date:
Lesson
Implementation of reform agenda. Many public resource management reforms related to taxes or concessions, as in the SPBL, have political and economic implications and are often difficult to undertake without strong ownership. The SPBL implementation success resided in (i) a good understanding of the vested interests, (ii) the institutional capacity of government agencies, (iii) effective partnership and coordination between ADB and the government, and (iv) a strong sense of appreciation for the overall benefits of the program.

Project Number: 53247-001
Project Name: Economic Stabilization Program
Report Date:
Lesson
A holistic approach to program design and formulation. The SPBL was developed in close consultation with the government and development partners, including the IMF and the World Bank, and it was designed through a holistic approach. The SPBL demonstrated that a comprehensive and holistic consultation process can ensure effective diagnosis of the issues, leading to a strong, relevant policy matrix that prioritizes reform measures and sets realistic timelines in collaboration with the development partners.

Project Number: 53247-001
Project Name: Economic Stabilization Program
Report Date:
Lesson
A more detailed, formal assessment of individual, organizational, and institutional capacity before program design that could then be monitored during implementation might also have helped strengthen program implementation.

Project Number: 48361-001, 48361-002, 48361-003
Project Name: Building Macroeconomic Resilience Program
Report Date:
Lesson
The level, timing, focus, number, prioritization, sequencing, and flexibility of the reform actions are likely to be unique to each program of reforms and to change.

Project Number: 48361-001, 48361-002, 48361-003
Project Name: Building Macroeconomic Resilience Program
Report Date:
Lesson
A good DMF with specific, appropriate, and measurable performance indicators is critical in an MFF program where earlier tranches provide pilots for subsequent reforms.

Project Number: 39538-013, 39538-035
Project Name: State-Owned Enterprises Reform and Corporate Governance Facilitation Program (Tranche 2 and Multitranche Financing Facility)
Report Date:
Lesson
Capacity development for public sector officials is a long-term issue and a short-term TA, as provided in tranche 2 ,is not likely to help.

Project Number: 39538-013, 39538-035
Project Name: State-Owned Enterprises Reform and Corporate Governance Facilitation Program (Tranche 2 and Multitranche Financing Facility)
Report Date:
Lesson
The complexity and time requirement of equitization and the risks associated with the country financial management and procurement procedures have to be carefully considered in the design of state-owned enterprise (SOE) programs in Viet Nam.

Project Number: 39538-013, 39538-035
Project Name: SOE Reform and Corporate Governance Facilitation Program (Tranche 2 and Multitranche Financing Facility)
Report Date:
Lesson
Program/project covenants need to have a firm basis, focusing only on those that have a clear bearing on the relevance, effectiveness, and sustainability of the intervention.

Project Number: 39538-013, 39538-035
Project Name: SOE Reform and Corporate Governance Facilitation Program (Tranche 2 and Multitranche Financing Facility)
Report Date:
Lesson
Well-defined, easy to understand, and quantifiable performance indicators are essential to the effectiveness of project design and monitoring frameworks (DMFs).

Project Number: 39538-013, 39538-035
Project Name: SOE Reform and Corporate Governance Facilitation Program (Tranche 2 and Multitranche Financing Facility)
Report Date:
Lesson
The terms of reference for the submission of audited project and entity-level financial statements need to be agreed upon during project preparation.

Project Number: 39538-023
Project Name: SOE Reform and Corporate Governance Facilitation Program – Tranche 1
Report Date:
Lesson
Linking disbursements to accomplishments encourages good performance.

Project Number: 39538-023
Project Name: SOE Reform and Corporate Governance Facilitation Program – Tranche 1
Report Date:
Lesson
Onlending terms for ADB loans have to be settled before project approval.

Project Number: 39538-023
Project Name: SOE Reform and Corporate Governance Facilitation Program – Tranche 1
Report Date: